PEPFAR's annual planning process is done either at the country (COP) or regional level (ROP).
PEPFAR's programs are implemented through implementing partners who apply for funding based on PEPFAR's published Requests for Applications.
Since 2010, PEPFAR COPs have grouped implementing partners according to an organizational type. We have retroactively applied these classifications to earlier years in the database as well.
Also called "Strategic Areas", these are general areas of HIV programming. Each program area has several corresponding budget codes.
Specific areas of HIV programming. Budget Codes are the lowest level of spending data available.
Expenditure Program Areas track general areas of PEPFAR expenditure.
Expenditure Sub-Program Areas track more specific PEPFAR expenditures.
Object classes provide highly specific ways that implementing partners are spending PEPFAR funds on programming.
Cross-cutting attributions are areas of PEPFAR programming that contribute across several program areas. They contain limited indicative information related to aspects such as human resources, health infrastructure, or key populations programming. However, they represent only a small proportion of the total funds that PEPFAR allocates through the COP process. Additionally, they have changed significantly over the years. As such, analysis and interpretation of these data should be approached carefully. Learn more
Beneficiary Expenditure data identify how PEPFAR programming is targeted at reaching different populations.
Sub-Beneficiary Expenditure data highlight more specific populations targeted for HIV prevention and treatment interventions.
PEPFAR sets targets using the Monitoring, Evaluation, and Reporting (MER) System - documentation for which can be found on PEPFAR's website at https://www.pepfar.gov/reports/guidance/. As with most data on this website, the targets here have been extracted from the COP documents. Targets are for the fiscal year following each COP year, such that selecting 2016 will access targets for FY2017. This feature is currently experimental and should be used for exploratory purposes only at present.
Years of mechanism: 2010 2011
This is a new activity to develop the Human Resources Information System (HRIS). Through HRIS, the USG aims to strengthen the leadership and management of the MOH and develop the MOH's ability to plan, manage, regulate, supervise, monitor, and evaluate the entire human resource health system. With FY 2009 funds, Jpheigo is currently carrying out an assessment of the existing HRIS. The MOH has informed USG that the current system does not meet its MOH, as it does not include information on health workers at district or facility levels, training, or management and therefore it is not used for workplace planning.
This new activity, to be completed by Intrahealth International, will use the findings of the Jphiego assessment to modify and improve the current HRIS, or develop a new system if appropriate and accepted by the GOM.
The HRIS strengthening process implemented by IntraHealth International (follow on to the Capacity Project) comprises five key elements as follows: 1) build HRIS leadership; 2) improve existing systems; 3) develop HRIS software solutions; 4) support managers and decision-makers to effectively use and analyze data; and 5) ensure sustainability and continuous improvement of the HRIS.
The activity directly supports acheivement of Partnership Framework Objective 3.2, as it will develop the HRIS to improve HRH management and support the use of data for decision-making.
The geographic coverage is national as the HRIS will be used from the central to district level and will improve HRH management throughout the country. The target population will be MOH, provincial and district HR managers, although the entire health workforce will benefit from having relevant and timely data to improve deployment, training, and retention strategies.
The contribution to health systems strengthening is by allowing a critical and missing link in the building blocks, HRIS, to be functional, thereby improving service delivery and human resources planning and management. Human resources for health is a cross-cutting issue. HRIS will help improve the capacity of the MOH to plan, manage, and allocate resources, increase human capacity; strengthen health information; and monitor and evaluate health services.
The activity will aim for cost-efficiency by building local capacity to use and manage the HRIS, and will build upon and link existing information systems. The project has developed three free Open Source core software solutions licensed under General Public License. This Open Source software allows developers to download the source code and freely modify it.
The partner will submit a monitoring and evaluation plan, which will monitor the progress of the project.
USG Mozambique staff will be closely involved in the implementation.
The system barrier addressed is the lack of a functioning HRIS to plan and manage human resources for health. The existing system collects information on health workers only down to the provincial level, not district or facility levels. Other information systems are used for payroll and in-service training. This activity will address this system barrier by improving the HRIS and adapting it to the needs of the MOH to effectively plan, monitor, and manage health workforce issues, such as timely deployment, training, promotions, performance, and supervision.
There are linkages across the functional areas of information systems, human resources, and leadership/governance, as the HRIS links each of these. Use of HRH data for decision-making will allow the GOM to make appropriate policy decisions. There is an intentional spillover effect as the HRIS will benefit the whole health system, and is not disease-specific. The USG will be the only donor working to improve the HRIS, although it will ensure coordination with WHO, which will develop a Health Workforce observatory, which is a forum for partnership, sharing experience and advocacy.
